Chapter 1: Flip Flops and MySpace: Introduction to Gen Y and the Workplace

• Cody was the valedictorian of his graduating class at Harvard and wears flip flops to work
• Kayla is a technological genius with a nose ring and purple streaked hair
• Hunter spent two years in the Peace Corps working on issues related to human rights in Africa and can’t stop saying “Dude” at formal meetings, including meetings with his clients
• Ashley was a star since the age of five in gymnastics and soccer, president of her student body, and captain of the drama club, dance club, and debate team and cannot stop calling her mom at work on her cell phone, IM-ing her friends on her computer and listening to her iPod while she works on “menial” tasks

What do all of these bright stars have in common? They are the first generation that got carted around in huge SUVs with mini “Baby on Board” signs announcing their arrival. They are the first generation of “winners” because they were not allowed or able to lose in school and in fact got gold stars just for showing up. They are the first generation that stopped passing notes in class and started text messaging instead. They are also the first generation that went to elementary school with cell phones in their messenger bags, attended high school with metal detectors and were entering or leaving college when our world began marching to the tune of a new color: “code orange.”

Who are they? They are the Ys. Generation Y that is; otherwise known as the Nexters, Echo Boomers, Internet Generation, iGeneration, Generation Why and Millennials. While there is little consensus on the name for the generation born between 1980 and 2000, this 73-75 million person strong generation is close in size to the 78 million Boomers and significantly larger than the generation smack in between, Gen X (49-50 million). Like the proverbial stampede of bulls in a fine china store, Generation Y has stormed the workplace created by the Veterans and Boomers and is demanding that changes be made to the corporate culture and landscape. Their sheer size as a generation makes their voices as loud and their influence as strong as the Boomers.

This generation is multitalented, over stimulated, socially aware, demanding and resourceful. They are also, utterly challenging and confusing to the global workplace, as well as to their supervisors and managers, who are interestingly enough the same age as their extremely supportive, hovering “helicopter” parents. Most of you Boomers and Xers reading this book annoyed your parents too, with your rebellious nature and at the very least respective music preferences. Generation Y is doing the same thing in the workforce: rebelling against pantyhose, pearls, briefcases, and in-person meetings in exchange for nose rings, messenger bags and instant messaging Generation Y was raised on a healthy dose of self-esteem and “you can be anything and all that you want to be” mentality. Their Boomer and older Gen X parents rebelled against the more traditional parenting styles of their parents (e.g., children are seen but not necessarily heard, children show respect to authority figures no matter what, children work hard to earn reward and recognition). As a consequence of this revolt, parents pressured school systems to change their approach to education, overemphasizing self esteem and instilling a system of rewards not based on merit.

This shift is understandable. The threat of global terrorism, bullet wounds in gym class, and even the perceived environmental meltdown of planet earth makes some re-evaluate what is important in life. Parenting goals for Gen Y centered on having positive, strong relationships with their children, supporting, honoring and protecting them no matter what, and providing them with every opportunity for growth and expression. This parental revolt coupled with cultural changes that have ensued over the past 20 years (academically, socially, politically, environmentally, globally, technologically) have created enormous changes in the upbringing of Generation Y and their subsequent behavior in the workplace. Common Gen Y behaviors that need to be addressed in the workplace include:

• Talking or text messaging on cell phones while working and during meetings
• Addressing why visible piercings on the face and flip flops are not suitable business attire
• Convincing this generation that not everybody gets to make their own hours
• Helping them understand why they are not going to be able to be in a high leadership position during their first year of employment
• Educating them that it is inappropriate to speak with supervisors, managers and CEOs with the same tone and informality as friends
• Seeming meltdowns when a mistake is made or feedback is given
• And so on…

Due to their upbringing and the cultural zeitgeist that predominated while they were growing up, this generation has an entirely different work ethic, attitude and a different set of values shaking the foundation of workplaces everywhere. The frustrations of management from previous generations are clear because they worked hard, sacrificing family time, performing menial tasks to please their supervisors, working long hours, in some cases at the expense of their health, to earn respect and get promoted. The frustrations of Generation Y are also clear, as they want to live now rather than live when they retire. Generation Y values their free time, energy and health over long hours at the office and they insist that work be part of life, not life itself. Here in lies the value contrast that is causing tremors throughout corporate America right now. Sure the Ys have their drawbacks; however, hasn’t every generation said that about every other generation?

Chapter 4: Gold Stars for Everyone: Motivation and Generation Y

Coaching solutions (CS): building on strengths and addressing the challenges
Quarterly review: treatment planning for businesses

Another way to counteract the need for continual praise and recognition is to build in informal quarterly progress reviews, which lead to the more formal annual review. Providing these quarterly progress reviews help to reduce the guessing game and subsequent harassing for praise. In addition, it may help Generation Y to internalize delayed gratification. Developing a system where employees are required to journal/blog non-immediate concerns, issues, and progress that can be shared in the review helps fulfill the Generation Y employee’s need to communicate their successes. It also helps them begin to internalize completing tasks for the purpose of completing tasks, versus for the purpose of reward (internalization versus externalization). This quarterly process of performance review will also help because there will hopefully be no surprises when you need to appraise them for compensation during annual formal reviews. It also allows you and your Gen Y employee to create an action plan for developmental areas that need to be addressed throughout the course of the year.

Important note: If you find that your Gen Y employees are working primarily toward quarterly goals and missing the bigger picture, be sure to incorporate coaching solution 5: The Integrated Development Plan from Chapter six.

Why it works:
This technique allows for structured and expected feedback, which is frequently demanded by Generation Y employees. The added benefit of this approach is that you are helping to develop your future leaders by providing them with subtle exercises in delayed gratification. In addition, this technique protects an organization with regard to retention and development by informally and incrementally redirecting and correcting Generation Y employees. It also protects the Generation Y employee’s ego by avoiding annual “bombshells” during the yearly review, which could ultimately wound the Generation Y employee and reduce their productivity and effectiveness (e.g., “Why didn’t they tell me? I could’ve/would’ve done it differently. I thought I was doing great.”)

Idea into action:
A large financial institution was accustomed to doing yearly reviews. These reviews were very time consuming and often surprised employees because this formal and comprehensive feedback was given so rarely. They decided to implement a pilot program in which quarterly reviews were conducted with their direct managers. The employees were told to keep a log about their performance, accomplishments and concerns over the course of each quarter. At the end of the quarter, they were asked to fill out a short, open-ended questionnaire and schedule an appointment with their direct manager. During these meetings, their personal reflections and the manager’s feedback were discussed. Goals were set in these meetings for the next quarter. Not only did this help employees feel heard and acknowledged for their work, it helped manage their expectations, set the action to correct problems and made the process of the comprehensive annual review much easier to do. Although it may appear that this was more time consuming, in actuality it was not because it allowed the managers to gather data in increments and spread out their work throughout the year. In addition, the reviews were more honest and useful because they were correcting problems and reinforcing positive performance over the course of the year. The pilot program was implemented.

Chapter 6: Work Ethic: How it plays out in the workplace:

How it plays out in the workplace: three advantages of Generation Y’s work ethic
Enough with work-life balance already…it’s time for work-life integration

For years, work-life balance has been the “it” thing. Wellness programs, consultant recommendations and company initiatives have all pushed the importance of this concept stressing that balance is the only way to keep workers satisfied. In the midst of the work-life balance movement, Americans are working harder, being paid less, and suffering from more work related medical and mental health problems than ever before. Is this really America’s idea of balance? Balance implies a desirable point between two competing or opposing states. However, when did work and life become competing interests or take positions on opposite ends of the spectrum? This is where Gen Y can teach us all a little lesson. Generation Y has demanded that the concept of work-life balance be replaced with the concept of work-life integration. Gen Y does not see work and personal time as separate entities. Rather, they see work as something that should be integrated into their lives rather than all encompassing. This generation is the first generation to refuse incorporating the term “workaholic” into their vocabulary.

This philosophy can be viewed with resistance, or welcomed as a breath of fresh air. It forces us, even if through frustration, to look at ourselves, look at our priorities and hopefully relax a bit more. Gen Y has shown us that the work still gets done when it is integrated into life, rather than when it is forced into the confines of a 9-5 work day that supposedly creates “balance.” This is probably one of the most powerful and influential philosophies that Gen Y brings to the table and something that other generations might want to consider embracing. Perhaps if more of us adopted this philosophy, the zombie like culture of the overworked, stressed out, and irritable would benefit.

A leader says: “I have this Gen Y entrepreneur I consult with. She absolutely blows me away. She is a photographer and she asked me to give her marketing advice to grow her photography company. She works really hard, by anyone’s standards, and has this amazing entrepreneurial spirit and mind. She rides her bike to work so she can squeeze in her exercise while contributing to the environment. She does lots of trading of services to expand her network base and get the word out. She does get stressed out like the rest of us but she laughs about it-she is incredibly light hearted. In fact, she just put on this huge breast cancer fundraiser targeting brides called “Get Hitched, Give Hope” and pulled all these sponsors and partners together to enhance her business network and help people meet each other, while raising money for a cause that she believes in. She is all about integrating what is important in her life and the mission of how she wants to run her company. And she’s not even 30 years old!”

Whitney Keyes, Owner
Whitney Keyes Productions, LLC

How it plays out in the workplace: three challenges of Generation Y’s work ethic
It’s not my fault

While this generation has initiative they frequently lack accountability because for most of their lives they have been shielded from fault, blame and mistakes. When they receive constructive criticism, they are often the first to blame their boss, their co-workers or their “bad day” rather than accepting responsibility for their mistake or inadequate performance. This lack of accountability is often coupled with a lack of perseverance, qualities that are related to good work ethic. The frustration that ensues among managers often outweighs the positives that stem from their initiative and desire to do great work, not entry-level work. This is a developmental issue that can be addressed with good planning and coaching, as addressed in our coaching solutions section.

A leader says: “I see a lot of initiative with this generation but not a lot of accountability. They get an A for enthusiasm but when it comes to being accountable for their actions, executing and following through-where are they?”

Emily Scherberth, Owner & Chief Connections Officer
Symphony PR & Marketing